Tag Archives: leadership

Family Wealth Alliance Webinar – Sept 14

15 Aug

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Criticism–used well, this powerful leadership tool can promote positive change and strengthen relationships in business and life. Is it possible to use criticism at work without breeding resentment?

Dr. Deborah Bright, best-selling author and business coach, joins Family Wealth Alliance CEO Tom Livergood for a free webinar and fireside chat about the highly misunderstood topic of using criticism positively in the workplace.

Dr. Bright offers valuable techniques from her most recent book, rated by getAbstract as one of this year’s top 5 business books! She pulls tips from her book The Truth Doesn’t Have to Hurt: How to Use Criticism to Strengthen Relationships, Improve Performance, and Promote Change to help us:

  • Understand the essential role of criticism in the workplace
  • Overcome common mistakes made when giving criticism
  • Gain insights on handling difficult work-related situations

Register now for this free 1-hour webinar on September 14th, 2:00PM EDT. Turbocharge your workplace and career by learning to strengthen relationships and enhance performance with criticism!

Note: Dr. Bright’s 30-minute fireside chat will follow Bob Legan, of Whitnell & Company, discussing unique issues and planning opportunities with family owned or closely held businesses.

Are the People You Work with Truly Your Friends?

6 May

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Are your co-workers genuine friends?  This is a much easier question to raise than it is to answer. Depending on who you ask, you would probably get a different response. Most of us think of a “friend” as someone  we can trust and who we think trusts us.. We might even think a friend might be someone we can depend on to help us when times are tough. While we may categorize friends on a sort of scale that runs from “occasional” to “good” to “best” to “very best”, in all cases they are persons we respect and feel comfortable around and with whom we  share some degree of intimacy.  Very importantly, we expect a friend to be truly happy for our successes and is uplifting and fun to be around.

But when it comes to the workplace, we may want to take a slightly different perspective. Friends that form in the workplace are joined together  because of the mutuality of the work and the workplace itself.  That commonality leads to a lot of conversations.  What is oftentimes overlooked or dangerously underestimated is that underlying a friendship at work is the fact that the workplace is competitive. Because of the competitive nature in the workplace, when push comes to shove if someone needs to or has the opportunity to enhance their position in an organization, workplace friendships may oftentimes take a backseat or, to put it mildly, not be at the forefront of individuals’ priorities.

This ambition factor can manifest itself especially as it regards people of lower ranks in the workplace who are friends of those in upper ranks. As a result, it’s important to think about whether or not to differentiate workplace friends from just friends.

The idea that today we are friends and tomorrow we are forgotten often times depicts workplace friendships.  Think about what happens when  a co-worker leaves. The common bonds that once  held the friendship together wither rapidly or they simply are  no longer there. That’s because mutual interests really never went much farther than workplace matters.   Over time, the relationships that were once vibrant and full of chatter tend to fade away as the parties realize that they have very little in common outside of the workplace. Reflect on your own workplace experience when co-workers retired or found a new position in another company;   how many of your fellow colleges have you stayed in touch with once they have left?

Co-workers do need to embrace those elements that friends share such as respect and trust. These are factors that are very necessary among those who work together. … and they may be even more necessary in a working relationship than they need to be with just friends.. If you are a manager, it’s imperative that you address this issue with your people who work with you and with one another. People don’t have to be friends to get along and work with one another, In fact they don’t even have to like each other! But, they do have to respect and trust one another or the working relationship will never work.

Deb Bright, Ed.D., is founder and president of Bright Enterprises, Inc., a consulting firm devoted to enhancing performance. Her roster of clients includes Raytheon, Marriott, Disney, GE, Chase, Morgan Stanley, and other premier organizations. She is also a best-selling author. Her newest book is entitled The Truth Doesn’t Have to Hurt: How to Use Criticism to Strengthen Relationships, Improve Performance, and Promote Change (AMACOM Books).

“Personal Responsibleness”: The All-important Active Ingredient In Personal Responsibility

29 Feb

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Part Two: Personal Responsibleness vs. Personal Responsibility

If you have been watching the news at night, as I have, you may have heard from some reporters and politicians, alike, the argument that our citizenry needs to take more responsibility and rely less on handouts from the government. Similarly, a few of my clients have complained to me about how their employees need to take more initiative. While the sources are very different, what they have to say has a lot in common. When you combine the need for initiative with that of responsibility you come up with personal responsibleness. Perhaps, personal responsibleness, which is in the dictionary, hasn’t typically been in use because it’s quite a mouthful. However, after repeating it several times, it begins to roll off your tongue.

What is personal responsibleness and how does it differ from responsibility?

Personal responsibility is something that we take, or is given to us. In contrast, personal responsibleness is a state of being. It describes a characteristic that engenders an inherent competence and trustworthiness dedicated to the maximum fulfillment of responsibilities.

Perhaps a simple example will help to illustrate the difference. A manager asks an employee to send an e-mail to notify a client of a meeting cancellation and to offer some new dates. The manager after several days hears nothing. The manager asks the employee for an update and the employee responds, “I sent them the e-mail, as you requested.” That’s an example of taking on a responsibility. Someone with Personal Responsibleness would have kept track of the e-mail request. If the client hasn’t received any word, the employee would take it upon themself to call the client to make sure the e-mail was received. Perhaps it went into the Trash folder or was blocked. After all, what’s important is not sending the e-mail but making sure the client receives the information and that a new date is established. That’s making sure the end result is achieved and a valuable difference is realized.

 

Through law and ritual, society can impose responsibilities on its citizens, but ultimately it’s those citizens who must discipline themselves and adopt personal responsibleness if laws are expected to be followed. Fulfilling responsibilities entails just doing specific things for others. With personal responsibleness, when individuals are given or assume a task, they look not only at how they can fulfill the responsibility but also, how they can use their energies and personal expertise to ensure the result and make a valuable difference.

Personal responibleness is a characteristic that defines one’s being. Hence, taking initiative, where one accepts the power or right to do something, falls right in line with the person who operates with personal responibleness. The reason is because the motto for those who operate with personal responsibleness is, “it’s up to me to make things happen … unless that is made impossible by circumstance beyond my control.”

If you are reading this blog while spell check is on, you may have noticed that spell check wants to delete the word “responsibleness” and regards it as non-existent. Well, as a manager or supervisor or someone with responsibilities, you must make it not only exist, you must make personal responsibleness a key part of your working vocabulary. So, in today’s times, in addition to giving people responsibilities, what’s needed if we want the best results is personal responsibleness. It’s time for this word to enter into our dialog because we want people to take initiative and we want people to look not only to themselves, but to family, community and place of work to strive to add value.

For a more in-depth look at Personal Responsibleness see Chapter Three of my book On the Edge and In Control.

Deb Bright, Ed.D., is founder and president of Bright Enterprises, Inc., a consulting firm devoted to enhancing performance. Her roster of clients includes Raytheon, Marriott, Disney, GE, Chase, Morgan Stanley, and other premier organizations. She is also a best-selling author. Her newest book is entitled The Truth Doesn’t Have to Hurt: How to Use Criticism to Strengthen Relationships, Improve Performance, and Promote Change (AMACOM Books).

“Personal Responsibleness”: The All-important Active Ingredient In Personal Responsibility

22 Feb

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Part One: Introduction to Personal Responsibleness

Most of us realize that it takes a very special kind of person to get through Special Forces training or flight school in the U.S. Army, Navy, Marines or Air Force. These schools take the most qualified candidates they can find and each one that they choose must be a genuine team player who can be trusted by his comrades. But, early in their training, as much as they trust one another, deep down they learn to trust themselves the most when it comes to packing their parachutes on flight missions. For if that parachute is not packed and prepared perfectly, it’s failure to open will be the fault of no one but the one who packed it.

Now, while in your own job and in your own life you may never need to worry about the reliability of a parachute, there are always going to be times and situations where you will have to count on someone else to act on your behalf for something that is crucially important to you. So, take 15 seconds and think hard about this: Among all your friends, fellow workers and associates, which ones, if any, would you put your trust in when it comes to “packing your parachute” regarding a matter that is very important and where a failure would cost, maybe not your life, but, a lot of money, prestige or embarrassment.

Your 15 seconds are up!

After you pick this person, think about what the true traits are that they seem to have that all the others don’t when it comes to your trust in them. It’s likely that you’ll conclude that they have a value structure that seems to guide what they do most of the time. They are probably the kind of person who puts doing what is right before what is simply most beneficial to them. More often than not they take the initiative to move the ball forward for the benefit of all and stand ready to celebrate the success of the overall mission of the organization rather than their own contribution.

This type of person is described by most who come in contact with him or her as “having responsibility”. But wait just one minute! A lot of people have responsibility but what exactly do they do with it? Generally speaking, “having responsibility” refers to something that is just given to us. What we do with responsibility is where our character, self esteem, values, and degree of reliability come into play.

And that is what Personal Responsibleness is all about. It describes a characteristic that engenders an inherent competence and trustworthiness dedicated to the maximum fulfillment of responsibleness. In essence, it’s the acceptance of control!

More about Personal Responsibleness in my next blog.

 

Deb Bright, Ed.D., is founder and president of Bright Enterprises, Inc., a consulting firm devoted to enhancing performance. Her roster of clients includes Raytheon, Marriott, Disney, GE, Chase, Morgan Stanley, and other premier organizations. She is also a best-selling author. Her newest book is entitled The Truth Doesn’t Have to Hurt: How to Use Criticism to Strengthen Relationships, Improve Performance, and Promote Change (AMACOM Books).

Empowerment criteria

27 May

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Once again, we’ve been talking about empowering our employees. Last time, I mentioned that not every employee or team can be empowered where they are extended the trust and the necessary resources to execute on a particular task, project, or objective. How do managers assess the worthiness of an employee or team to extend that level of trust?

When conducting the National High Tech Management Study that led to my writing Gearing Up For the Fast Lane: New Tools for Management (Random House) in 1993, we uncovered specific characteristics by surveying over 1000 workers and interviewing 300 executives and HR professionals. These characteristics still endure and apply to all involved in the empowering organization:

  • An unrelenting willingness and ability for all to do what they say they will do
  • A commitment toward keeping higher-ups voluntarily informed
  • A welcoming and consistent atmosphere of availability both up and down the organization
  • A proactive attitude along with a willingness to admit errors and accept responsibility
  • A possession of good self-evaluation skills
  • An understanding to appropriately use money, time, space, personnel, and other resources
  • A potential or demonstrated expertise in the area of control that is under consideration

Managers need to be confident about their decisions and ready to tolerate mistakes by those they are empowering. Managers also need to be able to stay out of the way, especially when it comes to how the empowered employee or team goes about achieving the task or project. It’s also the manager who needs to be self-assured and confident enough to share the glory by giving due credit to those who did the work.

More than ever, activating empowerment in today’s times is an essential leadership skill – especially given those recognition- hungry Millennials who are in the workforce and who are desirous of being challenged and want to have opportunities where they have a part to play in the department’s and organization’s success.

Deb Bright, Ed.D., is founder and president of Bright Enterprises, Inc., a consulting firm devoted to enhancing performance. Her roster of clients includes Raytheon, Marriott, Disney, GE, Chase, Morgan Stanley, and other premier organizations. She is also a best-selling author. Her newest book is entitled The Truth Doesn’t Have to Hurt: How to Use Criticism to Strengthen Relationships, Improve Performance, and Promote Change (AMACOM Books).

A New Position? Some Tips for Getting a Head Start Toward Success

16 Feb

http://www.dreamstime.com/-image21661599You’ve just accepted a new position in a different division within the organization you have been working in for the past few years. Even though the company goes by the same name, from your point of view it might as well be a different company because all the players are pretty much unfamiliar to you. In fact, the only familiar link you have to this new environment is your new boss – and you barely know her. She’s the one who personally approached you about the job. She impressed you as someone you could easily get along with and the job responsibilities fit well with your competencies. One critical factor in accepting had to do with a lesson you learned from a mentor awhile back – he urged that the best way to “reset yourself” is to leave your current job. Your desire to hit the “reset button” reached a critical point when your husband put his foot down and said you can’t keep going at the pace you’ve been running. Up until this point, traveling was a constant, as was putting in 65-70 hours a week. On weekends, you were moody and glued to your laptop. Rather than argue with your husband’s forceful so-called “request”, you agreed. So now you’ve made the grand leap to change jobs and bring some balance into your life. To make sure you get off to a successful start while resetting yourself to a more reasonable work schedule, here are 4 tips to keep in mind:

 1. Secure Some Quick Wins

Remember, at the start of most any job there’s an implied honeymoon period where you have a little extra time and leeway to make things happen; so, take advantage and use your time wisely. One way to successfully position yourself to identify some quick wins is by interviewing all the key people you support. Ask them, as one successful manger did, the following question – “What is one thing that’s within the framework of my role that I am in control of doing that would be of greatest help to you over the next 30 days?” Write down what they have to say and remember to reconnect with them when you have fulfilled their request.

 2. Don’t Be Too Quick to Draw Conclusions

In your effort to get up to speed in a new job, it’s not uncommon for us to jump to conclusions about what the issues may be only to find out later that we misread what was happening around us. Don’t fall into this trap. One manager, who recently started a new job, avoided that tendency by deciding to keep a daily log that chronicled his observations about people and issues. Each day he would write down his thoughts about the people he needed to support and work with. He also had a separate section that identified pressing problems and potential longer-term issues. As a word of caution here: since this diary reflected his candid thoughts, he felt it was best to journal his ideas at home – just to keep on the safe side! Each week he would summarize his thoughts. To his amazement, he found that many of his initial conclusions about people and issues were totally inaccurate or had to be modified. Explore whether using an approach such as this may prove to be helpful for you. To be successful, you need to accurately read the work environment.

 3. Be Aware of the Expectation You Set in the Eyes of Others

If you demand perfection in everything you do from the onset, others will come to expect that level of performance from you all the time. Is that the reputation you want to create? By no means am I suggesting that you slack off or do mediocre work. Rather, you want to discriminate between when you need, want to, and have the time to go beyond what is required and when you can get by with simply meeting expectations. Use your time wisely and assess carefully the priority you assign to each task. The ultimate control lies with you – so take care to focus your energies on what counts regarding the success of the organization’s objectives as well as your own objectives

 4. Manage the Number of Hours You Work Each Week

In most cases, success is based on results, not long hours. Gaining some insights into what success looks like in your new role may be something you can and should clarify with your boss. You might even consider having a similar discussion with those individuals you support. It’s about reading the culture of your organization that can be important. For instance, is there a culture of expectations that includes responding to emails after work hours or over the weekend? This is something to address early on with your boss, peers, and staff in an effort to keep from being surprised on Monday morning when your boss or team says, “We didn’t hear from you regarding the home office request for budget cut ideas.”

When taking a new position, the idea should always be to move from something to something. Using these tips will help ensure that your new career moves in an upward direction to something even better!

Deb Bright, Ed.D., is founder and president of Bright Enterprises, Inc., a consulting firm devoted to enhancing performance. Her roster of clients includes Raytheon, Marriott, Disney, GE, Chase, Morgan Stanley, and other premier organizations. She is also a best-selling author. Her newest book is entitled The Truth Doesn’t Have to Hurt: How to Use Criticism to Strengthen Relationships, Improve Performance, and Promote Change (AMACOM Books).

Criticism and Teams

9 Sep

In a team atmosphere, managers and team leads must be ever mindful of the quality of communication that exists within the team. What is especially important to make note of is the use of criticism. While the proper use of criticism can keep teams functioning at a high level, the improper use of criticism can chip away at the building blocks of good teamwork.

Regardless of your role on a team, whether as a manager, team lead, or team member, think about what role criticism plays when in meetings or during one-on-one communications and answer these questions to yourself:

  • Are team members willing to address another team member if work is not completed on time?
  • If a team member presents an idea in a meeting, is it acceptable for others to deliver an opposing point of view?
  • Do team members avoid using email when needing to criticize another team member?

If you answered “yes” to these questions, then it’s likely that boundaries and guidelines within your team have clearly been delineated around the proper use of criticism. If you answered “no” to any of these questions, then it’s likely that the role criticism plays in teams is not well understood. When criticism is understood, and team members are skilled in both giving and receiving criticism, this helps to create a team atmosphere where trust, honesty, and respect can thrive.

Bottom line, our research has shown that you cannot have an exceptional performing team without the effective use of criticism.

Deb Bright, Ed.D., is founder and president of Bright Enterprises, Inc., a consulting firm devoted to enhancing performance. Her roster of clients includes Raytheon, Marriott, Disney, GE, Chase, Morgan Stanley, and other premier organizations. She is also a best-selling author. Her newest book, entitled The Truth Doesn’t Have to Hurt: How to Use Criticism to Strengthen Relationships, Improve Performance, and Promote Change (AMACOM Books) is due out this October.
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